Hardback
Critical Perspectives on Leadership
Emotion, Toxicity, and Dysfunction
9780857931122 Edward Elgar Publishing
Situated in the field of critical leadership studies, the chapters of this book set out to challenge the general assumption that emotionality is the antithesis of rationality. The authors expand upon the existing discussions of leadership emotions and reveal how toxicity and dysfunctionality are not merely simple, negatively coercive, or repressive phenomena, but can also have productive and enabling connotations. The book includes comprehensive overviews of traditional leadership thinking and in addition provides readers with critical reflections on concepts such as ignorance, authenticity, functional stupidity and vanity in leadership.
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Critical Acclaim
Contributors
Contents
More Information
This book offers a critique of the field of leadership studies, focusing on the dynamics between post-heroic leadership and the notion of functional and dysfunctional emotions.
Situated in the field of critical leadership studies, the chapters of this book set out to challenge the general assumption that emotionality is the antithesis of rationality. The authors expand upon the existing discussions of leadership emotions and reveal how toxicity and dysfunctionality are not merely simple, negatively coercive, or repressive phenomena, but can also have productive and enabling connotations. The book includes comprehensive overviews of traditional leadership thinking and in addition provides readers with critical reflections on concepts such as ignorance, authenticity, functional stupidity and vanity in leadership.
As the book presents a series of critical perspectives on how emotions can be theorized in leadership studies, it is suitable for advanced courses in the subject, as well as being a highly interesting monograph for academics in the field.
Situated in the field of critical leadership studies, the chapters of this book set out to challenge the general assumption that emotionality is the antithesis of rationality. The authors expand upon the existing discussions of leadership emotions and reveal how toxicity and dysfunctionality are not merely simple, negatively coercive, or repressive phenomena, but can also have productive and enabling connotations. The book includes comprehensive overviews of traditional leadership thinking and in addition provides readers with critical reflections on concepts such as ignorance, authenticity, functional stupidity and vanity in leadership.
As the book presents a series of critical perspectives on how emotions can be theorized in leadership studies, it is suitable for advanced courses in the subject, as well as being a highly interesting monograph for academics in the field.
Critical Acclaim
‘All too frequently leadership is depicted as an unequivocal “good”. Lemmergaard and Muhr’s excellent collection disabuses us of this misleading view, serving as a timely and salutary reminder that leadership is often emotionally charged, toxic, dysfunctional or downright stupid. This book’s critical message should be read and heeded by students and practitioners of leadership alike.’
– Peter Case, James Cook University, Australia
‘The book provides a rich kaleidoscope of critical engagements with leadership in all its complexity and ambiguity. The contributors to this collection do not deny the vital role that leadership can play nor the many ways in which it can affect the emotional dynamics of organizations for good and bad. What they do is to shift thinking away from the comforting but misleading simplicities of toxic leaders and inert followers, offering a welcome tonic to the critical study of leadership. The book will appeal to leadership scholars as well as to students and to reflective practitioners.’
– Yiannis Gabriel, University of Bath, UK
– Peter Case, James Cook University, Australia
‘The book provides a rich kaleidoscope of critical engagements with leadership in all its complexity and ambiguity. The contributors to this collection do not deny the vital role that leadership can play nor the many ways in which it can affect the emotional dynamics of organizations for good and bad. What they do is to shift thinking away from the comforting but misleading simplicities of toxic leaders and inert followers, offering a welcome tonic to the critical study of leadership. The book will appeal to leadership scholars as well as to students and to reflective practitioners.’
– Yiannis Gabriel, University of Bath, UK
Contributors
Contributors: M. Alvesson, Y.D. Billing, N. Harter, C. Howard, E.L. Jeanes, J. Lemmergaard, S.L. Muhr, A. Paulsson, A. Rehn, S. Schaefer, A. Spicer, S. Spoelstra, M. Walton
Contents
Contents:
Preface
PART I: LEADERSHIP MOMENTS
1. Broadening the Critical Leadership Repertoire: Emotions, Toxicity and Dysfunctionality
Jeanette Lemmergaard and Sara Louise Muhr
PART II: LEADERSHIP BEHAVIOUR IN PRACTICE
2. Introduction to Part II
Jeanette Lemmergaard and Sara Louise Muhr
3. The Rottweiler and the Flying Penguin: ‘Peacock Power’ in the Workplace
Michael Walton
4. Do it My Way: A Study on Type, Leadership and Emotions
Jeanette Lemmergaard and Clare Howard
5. Leadership in a Family Business: Kinship and Emotional Control
Emma L. Jeanes
6. The Emotional Rollercoaster: Leadership of Innovation and the Dialectical Relationship between Negative and Positive Emotions
Stephan Schaefer and Alexander Paulsson
7. Happily Working Until they Drop: When There is no Longer a Balance between Stress and Fun – A Task for Leadership
Yvonne Due Billing
PART III: THEORETICAL REFLECTIONS
8. Introduction to Part III
Jeanette Lemmergaard and Sara Louise Muhr
9. Socrates’ Mission Against Reproachable Ignorance: Leaders who Refuse to Acknowledge their Ignorance and Instead Suppress Criticism
Nathan Harter
10. Leadership Studies: Out of Business
Sverre Spoelstra
11. Does Leadership Create Stupidity?
Mats Alvesson and André Spicer
12. Vain and Vainglorious Leaders?
Alf Rehn
Index
Preface
PART I: LEADERSHIP MOMENTS
1. Broadening the Critical Leadership Repertoire: Emotions, Toxicity and Dysfunctionality
Jeanette Lemmergaard and Sara Louise Muhr
PART II: LEADERSHIP BEHAVIOUR IN PRACTICE
2. Introduction to Part II
Jeanette Lemmergaard and Sara Louise Muhr
3. The Rottweiler and the Flying Penguin: ‘Peacock Power’ in the Workplace
Michael Walton
4. Do it My Way: A Study on Type, Leadership and Emotions
Jeanette Lemmergaard and Clare Howard
5. Leadership in a Family Business: Kinship and Emotional Control
Emma L. Jeanes
6. The Emotional Rollercoaster: Leadership of Innovation and the Dialectical Relationship between Negative and Positive Emotions
Stephan Schaefer and Alexander Paulsson
7. Happily Working Until they Drop: When There is no Longer a Balance between Stress and Fun – A Task for Leadership
Yvonne Due Billing
PART III: THEORETICAL REFLECTIONS
8. Introduction to Part III
Jeanette Lemmergaard and Sara Louise Muhr
9. Socrates’ Mission Against Reproachable Ignorance: Leaders who Refuse to Acknowledge their Ignorance and Instead Suppress Criticism
Nathan Harter
10. Leadership Studies: Out of Business
Sverre Spoelstra
11. Does Leadership Create Stupidity?
Mats Alvesson and André Spicer
12. Vain and Vainglorious Leaders?
Alf Rehn
Index
